Strategic Plan 2012 Footprint to the future

1. Strategic Plan 2012 Footprint to the future

2. Strategic Plan Kickoff • Identified in 2011 the need for a plan that would guide the council’s development over the next 3 yrs. • Kickoff at the July 2011 Board retreat at Camp Workcoeman. • Started with the previous Strategic Plan • Board members and council leadership discussed and developed initial goals in small groups. • Goals were analyzed and five themes to drive the council’s success emerged: • Compelling Programs • Customer Focus/Membership • Engaged Leadership • Robust Governance • Justified Funding

3. Strategic Plan Development • Jan 2012 five teams were formed. • Included individuals from throughout the council and in various program areas. • Teams also sought feedback from outside their core groups. • Initial results provided to the executive board in April • Detailed plans were provided to the board in July. • Then began the extended collaboration which continues at these roundtables.

4. Strategic Focus #1 CRC Will Develop Compelling Programs

5. Compelling Programs Our programs are the foundation of Scouting – • They are the tools we use to get the Scouting message across • Compelling programs are why kids and their families stay in Scouting. CRC is committed to offering the best programs possible. Are we leaving good tools in the toolbox?

6. Compelling Programs • Understand the programs offered today. Inventory

7. Compelling Programs • We need to agree what makes a great program.

8. Compelling Programs • Sharing the best can make all units and districts better. • Coordination Between Organizations • Sharing Best Practices • Sharing Resources • Not Overusing Resources

9. Compelling Programs • Evaluating programs will help to make them better. Best Delivery Methods Traditional Vs. Old Vs. New Customer Satisfaction Core Values Scouts IndoorElements Outdoor Activities Reaching Today’s Youth Collaboration vs. Repetition Focusing Resources

10. Compelling Programs Better communicate all of our programs to increase participation. • Part of an overall council internal marketing program Council Marketing Committee District Marketing Committees Staff Advisors District Marketing Committees Social Media E-Blasts Website Roundtable Materials Older Scouts Parents Leaders

11. Compelling Programs Reinforce community service • The value of community service is…. • Work with Order of the Arrow to improve the understanding of the value of community service • Increase the number of community service hours Education Increased Community Service Improved Recording Better Reporting to The Public and Sponsors Public Recognition of Scouting Program Evaluation

12. Compelling Programs $$ Develop a long term facilities plan • Appoint a council Vice President of Facilities Development. • Create and support a property steering committee • Work with justified funding to develop giving guidelines for camps and facilities. $$ $$ $$ Property Steering Committee & Justified FundDevelopment Unified Plan Improved Facilities

13. Strategic Focus #2 Customer Focus

14. Customer Focus: Increase Membership By 1% Per Year Enhance the council-level Membership Committee with members that: • Support each Scouting program area • Recruit membership chairs for Cub and Boy Scouts • Represent areas of potential support in the community. • Charter organizations such as Lions, Elks, Rotary, etc.

15. Customer Focus: Increase Membership By 1% Per Year Add a spring Cub recruitment program • Develop a Tiger specific “Very Important Tiger” or VIT program • Develop training for District Membership Chairs

16. Customer Focus:Increase Membership By 1% Per Year Develop a Webelos-to-Scout (W2S) transition program • Educate parents to the value of Boy Scouts • Promote Scouts to Webelos II Dens with a “speakers bureau” of former Eagle Scouts • Partner with camping to promote summer camp

17. Customer Focus Increase retention by 0.3% per year in traditional programs • Utilize “Voice of the Scout” program to better understand retention and membership challenges .

18. Customer Focus Maximize effectiveness of Scoutreach to help economically challenged youth and families • Assess current Scoutreach programs to understand what is most effective • Develop a program to reach out to potential Latino membership • Add Latino professional staff • Use experience to reach out to other communities – Asian, Indian, etc. • Understand how to help deserving kids in all neighborhoods.

19. Customer Focus Develop an integrated marketing plan to promote Scouting • Internal and • External communication Engage more Scouting alumni in membership efforts

20. Strategic Focus #3 Engaged Leadership

21. Engaged Leadership Create a leadership process that: • Provide the most effective leaders that can create and deliver compelling Scouting programs

22. Engaged LeadershipLeadership Development Process The Leader

23. Engaged Leadership Strengthen the Commissioner staff • Achieve national goal of one Unit Commissioner for every 3 units. • Develop plan for Unit Commissioners to visit every unit at least 2 times a year and 50% of the units at least 6 times a year. • Establish “New Unit” Commissioners who work directly with new units. • Produce a guide for re-chartering to include a sample completed charter • Conduct Internet training for re-chartering, advancement, registrations, etc. with Unit Commissioners to ensure they can help their units Building support for Scouting with an enhanced Commissioner Core

24. Engaged Leadership Go beyond traditional training to develop new and existing leaders by creating targeted activities that share best practices and provide additional resources at council/district events.

25. Strategic Focus #4 Robust Governance

26. Robust Governance Develop and implement an integrated Marketing and Communications Plan • Appoint a VP of Marketing • Support the goals and objectives outlined in the strategic plan • Develop and Implement feedback mechanisms to validate the plan

27. Council Website My dot Scouting Robust Governance My Scouting Internet Advancement Scout-net Online Registration Internet Rechartering Online Forms Develop and/or implement updated information technology capabilities • Create an Information Technology committee led by the Vice President of Technology • Implement national BSA system upgrades • Develop and implement a plan to help our volunteer leadership improve Scoutingcomputer skills My Council

28. Robust Governance Focus the Executive Board on: • Strategy development and deployment • Obtaining the resources required to implement the strategy

29. Robust Governance Develop the critical skills of the council volunteer leadership and align them with the strategic plan consistent with the BSA Journey to Excellence • Fill volunteer leadership positions with the best availablecandidates • Develop a board inventory based on professional and Scouting experience of each member. • Recruit all leadership based on skills needed to fulfill their position description • Care will be given to represent demographic, socio-economic and geographic regions of the Council. • Train all Council leadership for their position. • Create a succession plan for each key council position. • Develop the processes and networks for identifying, documenting, evaluating and implementing best practices

30. Robust Governance Executive Committee ORGANIZATIONAL CHART 2012

31. Robust Governance Executive Committee ORGANIZATIONAL CHART 2013 • President • Scout Executive • Council Commissioner • VP Facilities • VP Development • VP Strategic Planning • Council Treasurer • National Representatives • VP IT • VP District Operations • VP Program • VP Membership • Past President

32. Robust Governance Develop the council staff • Develop a recommended staffing level, pay structure and compensation and benefits plan • Develop an implementation timeline • Ensure that the staff is demographically representative of the membership and can support Spanish speaking members

33. Robust Governance ORGANIZATIONAL CHART

34. Strategic Focus #5 Justified Funding

35. Justified Funding Balance the Scouting budget while keeping Scouting affordable: • Determine future fundingneeds based on the other 4 strategic focus areas. • Conduct a fundraising policy review. • Implementing a new funding model based on the above.

36. FundraisingPolicies/Methods Justified Funding • Donors and Donor Fulfillment Review existing financial and fundraising policies, campaigns and programs: • Include District and Camp fundraising. • Compare to best practices from other non-profits and BSA councils • Ensure donations specified for a certain purpose are: • Used as requested • Use is documented and reported in some detail. • Coordinate and control requests of individuals or companies who may be approached by multiple council organizations.

37. Justified Funding Implement a new funding model based on the output of the first two steps that: • Provides for the health of the council • Includes development of new programs • Supports our camps • Considers how we raise money throughout the council • Includes some rules and guidance

38. Implement a New Funding Model • Design a capital campaign that supports the Strategic plan • Complete the annual Friend of Scouting campaign in 6 months with the majority of unit meetings in the first 3 months of the year. • Create an ongoing planned giving campaign to help build the endowment and ensure the long term health of Scouting in Connecticut. Endowment Capital Annual FOSCampaign in 6 Months Building Blocks For Long Term Health

39. Next Steps • Rollout to Districts during October roundtables • Final review by the Executive Board on October 23rd • Oct 24th: Ready Set Go! • www.ctrivers.org/strategicplan